This is a longitudinal study of the extent to which luxury fashion brands have struggled with the dilemma of on the one hand interacting with fans and customers online, while on the other hand retain the exclusivity, surprise, and innovation hype of the brand. We have developed a framework for assessing websites and social media sites of luxury fashion brands. We applied the framework in three empirical studies in 2006, 2008 and 2010. Our findings show that the observed luxury brands have increased their adoption of social and interactive digital Internet-based technologies since 2006. We also document some of the most interesting uses of Web 2.0 technologies fashion brands for creating an immersing and innovative environment online. While some brands like Burberry has gone „the full Monty‟, others like Prada has not had a functioning web-site since 2007, probably disappointed about their first attempts at „getting their feet wet‟ early on. The findings have theoretical relevance in the shape of the 8C framework, but it should also have relevance for practitioners, as it might function as a checklist for creators and management of fashion brand websites.

European Commission funded research is driven by the objective of integrating excellent research in Europe by using public funding to gain momentum and sustainability. This paper presents the results of an analysis of the management patterns of 20 Networks of Excellence. Our analysis indicates an absence of business management competences in the project consortia and unclear criteria for sustainability. Sustainability strategies appear to be ad hoc driven and orchestrated by the project monitoring events, rather than built in the consortia management structure. The paper advocates for bringing onboard conventional management models along with strategic positioning, business models, and business plans.

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Sustainable fashion in all its guises, has been the preoccupation of many a recent campaign, article,
research and initiative. Not only is the industry increasingly aware of the need to cut its environmental
impact, but also consumers and consumer organisations are putting pressures on various parts of the
supply chain to comply with environmental and ethical practices. Yet, from a management
perspective, the economic impact of these demands can lead to conflicting priorities. In particular, the
basic marketing concept of product lifecycle indicates the product’s gradual diminishing monetary
returns through time.
In this paper we will be analysing a case of a refashioning of products that are either obsolete or
unsalable and making a commercially viable collection. In 2008 MCM collaborated with the London
College of Fashion to reuse, recycle and redesign a number of end-of-line, dated handbags into new
objects of desire with a new lifecycle. This case will form a basis of analysing the validity of such a
product re-development tactic for other luxury brands.
The paper will provides a blueprint for future re-fashioning initiatives by reflecting on the value
inherent in the process for both users and firms alike. The paper contributes to the understanding of
recycling and sustainable fashion from a theoretical perspective that links together the product
lifecycle, co-creation and value creation theories. The main theoretical implication of the work
concerns the framing of recycling and refashioning with the context of those linked
concepts.According to this contribution, refashioning can enable value creation from obsolete
products, especially if a co-design with consumers or users forms part of the proposition.
On the managerial side, this study recognisees the economic drivers of business and highlights the
commercial, not only environmental and societal benefits of recycling within the luxury sector. The
recycled products stand in direct opposition to counterfeiting, which is evident in the uniqueness for
refashioned products leading to the development of new objects of desire.